Never Too Late: Building the Housing Authority (HABD) of Birmingham Rebrand

By Sym Posey | For The Birmingham Times

Since 1935, the Housing Authority of the Birmingham District has been committed to providing affordable housing to Birmingham residents. Now known as Birmingham Housing, the organization’s new name signals a new focus. Birmingham Housing is embracing a holistic approach that supports a pathway to economic freedom, provides educational opportunities, promotes health and wellness, and connects residents to resources that help them achieve greater independence.

Although leadership initiated the rebranding effort, the organization said it sought feedback from people who work for and are served by the agency.

Denita Clara Bearden, whose responsibilities as chief administrative officer included coordinating the process, worked directly with the branding consultant after the vendor was selected. Her role involved arranging meetings, collecting research, coordinating briefings and reviewing recommendations.

The agency began by examining its internal identity and the type of organization it wanted to become. It then expanded those conversations to include employees, resident representatives, commissioners and external stakeholders.

According to the timeline provided by Antwan Harris, Director of Strategic Communication for HABD, now Birmingham Housing, discussions and the scope of the project developed in June 2025.

The preliminary discovery and planning phase took place in September 2025, followed by leadership and board engagement in October and November. External stakeholder engagement continued in December 2025 and January 2026.

Brand presentations took place on March 31, 2026. Logo design and visual identity development followed in May and June.

The first draft of the rebrand was developed in July 2026 and went through several revisions. The final draft was presented to the board of commissioners in August, when the board approved the materials and a resolution to initiate the rebrand.

Dontrelle Young Foster, president and CEO, said the organization also surveyed employees and met with its Council President Advisory Board, whose members represent the agency’s communities.

The board of commissioners and external stakeholders were included in discussions about the organization’s direction and how the new identity would be received.

“We looked internally to our leadership team to start the process,” Foster said. “We also received employee feedback through surveys.”

She said the organization wanted residents and other stakeholders to share their perspectives before the final materials were approved.

“One of the biggest challenges was setting aside personal preferences around name, colors and such to select what was most widely acceptable and appropriate for the agency,” Bearden said.

The process also showed the team that the new identity did not need to be overly complicated or abstract.

For Bearden, seeing the project move from an idea to an approved brand was a significant accomplishment.

“It is always rewarding to see a vision come to life,” she said. “It would have been easy to remain the same with all the other priorities we have in front of us, but I am so proud of our leadership team for sticking to the process and seeing it through.”

She hopes the rebrand encourages employees and residents to recognize the possibility of change and the importance of continuing to build on the agency’s mission.

“I hope that the rebrand reminds our staff and residents that it is never too late to reimagine something new,” Bearden said.